Human resources is the set of individuals who make up the workforce of an organization,

business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
1

A SUCCESS STORY AS A TEACHER:
: As I pen down to write my success story as a teacher I want to dwell on two aspects
success and teacher.
For me success is a journey and not a destination as Ben Sweetlands had perceived. In my life
too, I have
similarly perceived success as a journey and not a destination. This journey has been going on
for many
years and is still going without wanting to know its destination. Once I look for the destination
my success story will end and that is the reason I want it to go on.
Prior to charting out my career path others had discovered the teacher in me. These others
were none other than my own teachers and my classmates .The former gave me the opportunity
to take the stage in my stride and voice my opinion fearlessly to the world in front of me. The
latter were taught by me to make them understand better the subjects they lacked in
understanding.
But my interest lay elsewhere. My passion was to give vent to my creative side by joining
theatre. But destiny had some other story written for me and it landed me with a job as a teacher.
Prior to taking up my first task as teacher I apprised myself on two questions which I put to
myself. I asked myself what I ought to look for in the job whether to what I get from it or to
what I become? I chose to look for answers to the latter.
As I focused on the query of what I was becoming as a teacher the path of success unfolded
itself. But since I was not looking for a destination my success story still continues to traverse
with me.
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
2

I found that the more I gave, the more I got. This was not in terms of material gains which my
job as a teacher could offer to me but spiritual happiness. This I got when I interacted with my
students. Their thirst for knowledge, their enthusiastic responses, and their unconditional love
left me in a state of Nirvana. What the great seers attained after many years of hard penance I
achieved it in a say 45 or 35 minute interaction with my students. This experience itself is the
daily dose of my success story.
I had mentioned earlier that my passion was dramatics. At times this thought would make me
feel saddened but I did not wish this thought ever to take a toll on me as a teacher. Fortunately
for me I attended a workshop conducted by Barry John, a well known theatre director in Delhi.
In this workshop I discovered how a teacher could use skills in dramatics to teach History, which
coincidentally happened to be my subject. This workshop transformed my life. I took my passion
which I had thought
I had left behind and transplanted into my students lives. I directed a series of plays based on
historical topics and made the students sensitive to the past. Through dramatics I attached
imaginative wings to my students wherein they breathed like yesteryears historical characters. I
achieved what I always wanted to when I was taught History in the most dreary
and unimaginative manner in my school days. It was then that I had vowed to myself that if ever
I would take teaching as a profession.
I would take teaching of History to a new level. I said to myself that I would make students treat
the past not as a dead but a vibrant past by making them find close resemblance to their lives.
This promise I could keep intact by teaching History through play way method.
The above experience was a journey in itself. I got to relive my passion and the students got to
discover their talents. Some discovered great oratory skills, some found themselves as good
narrators and others got a chance to act out the historical characters be it Akbar or Ashoka. There
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
3

were others who found themselves engaged in writing scripts and some others who may not have
liked History lessons but enjoyed giving background scores for the plays on their keyboards. At
the end of the day our practice sessions made us bond with one another. The students started
imagining every event taught in the the class by placing themselves in the protagonists shoes.
What else I could have asked for if not for the smile of the students with my history lessons.
My goal as a teacher is to translate response into results. Some teachers teach for others to learn.
That is not me. Some teachers teach for others to accomplish. That is me. I would like to end by
sharing my secret recipe for my success story as teacher :
Project Outline
The concept that the whole is greater than the sum of its parts has been known from the time of
Aristotle and become a common phrase in English. The same concept might be stated in several
different ways and different authors might have something slightly different in mind when they
use the phrase.
The objective is to collect examples of the usage of this concept over the last 2000 years
including
-- person who used it
-- precisely form of expression
-- context or object of usage (what specific phenomenon was the author referring to)
-- explanation of why the concept applies in this context of in general

Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
4

Research Information
THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS
S.No.
Person who
used it
Form of
Expression
Object of Usage
(author referring
to)
Explanation
1.
Team
Dynamics,
Learning skills
Synergy
Activity:
Synergy = The
whole is greater
than the sum of
the parts.
Another way to
look at this is:
1+1=3.
The definition of
Synergy is The
whole is greater
than the sum of the
parts. Activity:
Behind this screen
I have 50 items that
I want you to view
for 35 seconds. Try
to memorize as
many items as you
can. I will bring
you up to view the
items in groups of
threes;
The synergy portion of the lesson
develops the concept of the
whole is greater than the sum of
its parts and power of teamwork.
The key is that people tend to
remember different items, so the
number is bound to increase,
proving the whole is greater than
the sum of the parts. At each step
the range of items will increase,
showing that as we work together
we increase our potential
(1+1=3).
2.
Dr. Alterwein
Engaged In
Mind/Body
Techniques Of
The 'Whole'
If the whole is
greater than the
sum of its parts
One would think
the total to
somehow be more
than the sum of its
parts, or more than
Lets take the auto. Each part,has
a function. Lets give each part's
function a value of 'one.' Thus,
when all parts are combined, all
functions be combined together
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
5

Body To
Change
Various 'Parts'
Of The Body!
ten. This would be
like adding ten
'ones' together, and
instead of getting
ten, you would get
eleven or twelve or
more, well beyond
the logical addition
of mathematics.
to create a new function. Ten
functions, each with a value of
one, would therefore give a total
value of ten.
3.
Gestalt
psychologists
The whole is
greater than the
sum of its parts,
Supply chains are
all around us.
Theyre present in
product
manufacturing;
theyre visible in
the service
industry; and
theyre a
dominating
element of the
transportation
industry. When one
part of the supply
chain is missing or
disrupted, it can
affect the entire
process.
If an end product is made up of a
1,000 parts and only 999 are
available, that product is
incomplete - regardless of how
big or small the missing item may
be. When the Gestalt
psychologists first coined the
phrase, The whole is greater
than the sum of its parts, they
may have overlooked its
application to an assembly or
production line.
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
6

4.
Meyer Elkin
L.C.S.W.
THE WHOLE IS
GREATER
THAN THE
SUM OF ITS
PARTS.
An Integrative
Approach to
Divorce and
Family Law
Family Court Review
Vol. 29 Issue 1 Page 4 January
1991
5.
Susanne
Goldstein
The Whole is
Greater than the
Sum of its Parts
Individual
commitment to a
group effort that is
what makes a team
work, a company
work, a society
work, a civilization
Quotes, The Social Age
6. Kevin Hinton
The whole is
greater than the
sum of its parts
The truth of the
matter is that all
traditional systems
in operation to-day
treat symptoms, ie
divide the body
into parts and then
try to put it back
together again.
The body is a unit all parts
work for the benefit of the whole
7.
The Influence
of Gestalt
Psychologists
The whole is
greater than the
sum of its parts.
The law of
Pragnanz - Of
Perception - The
process of
organizing and
interpreting the
sensory
information to give
Gestalt Laws of Grouping
Proximity -
Objects near each
other tend to be
processed as a
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
7

several possible
configurations,
the one that will
occur is the
simplest and
most stable
shape. Gestalt
laws of
grouping.
it meaning. unit.
Similarity -
Objects similar to
each other tend to
be processed as a
unit.
Good continuation
- Objects arranged
in a straight line of
curve tend to be
seen as a unit.
Closure -
The whole is greater than the sum of its parts...or is it?
by Trent Bester

When a piece of plastic the size of a quarter can cause a multimillion-dollar operation to screech
to a halt, the importance of an effective, well-oiled supply chain becomes obvious.
If an end product is made up of a 1,000 parts and only 999 are available, that product is
incomplete - regardless of how big or small the missing item may be. When the Gestalt
psychologists first coined the phrase, The whole is greater than the sum of its parts, they may
have overlooked its application to an assembly or production line.
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
8

Supply Chain Management: How it Really Works
Trent Bester and Pradeep Narayanaswamy encounter this kind of challenge in their work every
day. Trent is vice president of MNPs management consulting team, while Pradeep is a senior
MNP manager specializing in supply chain management.
When you come right down to it, supply chain management is about getting the right things, in
the right place at the right time, says Trent. Running out of materials is a common problem,
and can end up costing companies days or even weeks of production time.
Trent and Pradeep specialize in helping companies understand how the integrated parts of their
companies interact to create a finished product or service. They work to create equilibrium
among cost, quality, and delivery to keep business operations flowing smoothly and efficiently.
Trent believes many of us have a misconception that supply chain management is all about
saving money. In reality, its about balancing all aspects of the supply chain and ensuring all
affected parties are in consensus.
That fact was particularly evident when Trent and Pradeep were advising a major construction
company in B.C. on supply chain issues. The pair discovered the clients primary challenge was
not keeping costs down; a scarcity of labour and materials were a much greater challenge.
Construction couldnt even begin if materials and workers werent available in the first place,
regardless of what they might cost, explains Pradeep. He and Trent worked with the company,
its suppliers and employees to devise a long-term plan to secure access to the limited resources.
Competing priorities are another common challenge in effective supply chain management.
Workers on a production line want parts to be readily available at all times; marketing wants the
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
9

highest quality products with the most attractive finish; and finance wants it all at the lowest
price. Trent and Pradeep work with clients to assess these needs and develop a plan that manages
competing interests while ensuring the company attains maximum profitability.
Usually with even a simple assessment and analysis, we can guarantee a 10 per cent cost
savings or increase in process improvement, says Pradeep.
The Case of Excess Inventory
One of Trents favourite cases involves a client that manufactured movable office walls adorned
with expensive handles. The company culture was very customer-centric; the CEO demanded his
customers got exactly what they wanted as quickly as possible.
If his customers werent happy, the CEO wasnt happy, which trickled down to the production
line. To avoid running out of inventory, production floor staff ordered large quantities of door
fixtures. This led to significant capital being tied-up in inventory and the company losing
money.
When Trent suggested the company contact their supplier to see any of the unused door fixtures
could be returned, they learned a valuable lesson. The supplier asked the company to let them
know how much inventory they had; the supplier would then let them know how much they
could take back. When the company provided its final number, the supplier exclaimed, You
have more inventory in storage than we do!
Tailoring Your Technology
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
10

When asked whether new technologies or software can increase supply chain efficiencies, Trent
and Pradeep are matter-of-fact. Technology is certainly a part of supply chain management, but
its secondary in importance; its an enabler, affirms Pradeep.
Despite being advocates of logistics management software like ORACLE, Trent and Pradeep
both stress the importance of having a strategy to tailor technology to your particular needs
before investing in potentially expensive software that may not solve the problem.
To illustrate the point, Pradeep explains that if he gave someone Microsoft Word and told them
to write a novel, few would be able to complete the task.
The person would need to have the skills and intelligence to write in the first place. The
software is simply something that lets them do what they already know how to do.
The same is true with logistics software; software will enable you to do what your business
already does well. Although it can render your processes more efficient, a strategic plan has to be
in place before implementation.
Its All About the Sum of our Parts
Supply chains are all around us. Theyre present in product manufacturing; theyre visible in the
service industry; and theyre a dominating element of the transportation industry. When one part
of the supply chain is missing or disrupted, it can affect the entire process.
So, the next time you ponder the saying that a whole is greater than the sum of its parts, think
about what it would be like to try driving your car without the steering wheel. It reminds us all
that the whole really is as great as the sum of its parts.
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
11

By Trent Bester, Vice President of Management Consulting. For more information on supply
chain management, please contact your local MNP advisor, or Trent at 1.877.688.8408.
What does the phrase The whole is greater than the sum of its parts
mean?
In: Science, Math and Arithmetic, Human Resources [Edit categories]
Answer:
A crushed car is still "the sum of its parts", and it doesn't consume much gas, but it neither rolls
nor provide any utility except as scrap. "The whole" implies an order or arrangement, whcih
cannot be applied to single atoms.
Water and a handful of dirt cannot paint a work of art, compose a song, or generate another
"summation" of water and handful of dirt to do the same.
An iron atom is not a bridge, but lots of iron atoms can be.
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ORGANIZATION AND COMPONENTS OF
ORGANIZATION
Human Resource Management
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
12

inShare
ORGANIZATION AND COMPONENTS OF ORGANIZATION

After studying this chapter, students should be able to understand the concepts about:
Organization
Components of an Organization
LESSON OVERVIEW This lecture discusses the organization, its types, and the components of
organization. An organization is a managed system designed and operated to achieve a specific
set of objectives. We will also discuss the components of an organization. Remember Managers
operate in organizations.
A. Organization
An organization is not a random group of people who come together by chance. They
consciously and formally establish it to accomplish certain goals that its members would be
unable to reach individually. A What i Or zati
What i Or zati
managers job is to achieve high performance relative to the organizations objectives. For
example, a business organization has objectives to (1) make a profit (2) furnish its customers
with goods and services; (3) provide an income for its employees; and
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
13

(4) increase the level of satisfaction for everyone involved. An organization is a social entity,
which is goal orients and deliberately structured. Organizations are not functioning in isolated
but are linked to external
7
dynamic environment. Virtually all organization combines
(1) Raw material,
(2) Capital and
(3) labor & knowledge to produce Goods and Services.
Types of organization
a) Formal: The part of the organization that has legitimacy and official recognition.
b) Informal: The unofficial part of the organization.
B. Components of Organization:
1. Task
2. People
3. Structure
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
14

4. Technology
1. Task: This component can be defined as a mission or purpose of the existence of
Organizations
basic systems view
organization. Every organization is having a purpose of existence that is
accomplished by producing certain goods and services as an output, which is termed as task.
2. People: The workforce or human part of organization that performs different operations in the
organization.
Feedback loops
1. Structure: Structure is the basic arrangement of people in the organization.
2. Technology: The intellectual and mechanical processes used by an organization to transform
inputs into products or services.

Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
15


Systematic Approach to Management
A system is an entity with a purpose that has interdependent parts. The systems approach
suggests viewing the organization as a system. All systems have four basic characteristics: 1)
they operate within an environment; 2) they are composed of building blocks called elements,
components, or subsystems; 3) they have a central purpose against which the organizations
efforts and subsystems can be evaluated; and 4) essential systems thinking places focus on the
interrelatedness among the subsystems and its environment. Systematic management emphasized
internal operations because managers were concerned primarily with meeting the explosive
growth in demand brought about by the Industrial Revolution. In addition, managers were free to
focus on internal issues of efficiency, in part because the government did not constrain business
practices significantly. Finally, labor was poorly organized. As a result, many managers were
oriented more toward things than toward people. The influence of the systematic management
approach is clear in the following description of one organizations attempt to control its
workers.
Open versus Closed Systems
A closed system does not interact with the outside environment. Although few systems actually
take this form, some of the classical approaches treated organizations as closed systems. The
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
16

assumption was that if managers improve internal processes, the organization would succeed.
Clearly, however, all organizations are open systems, dependent on inputs from the outside
world, such as raw materials, human resources, and capital, and output to the outside world that
meet the markets needs for goods and services. Above figure illustrates the open-system
perspective. The organizational system requires inputs, which the organization transforms into
outputs, which are received by the external environment. The environment reacts to these outputs
through a feedback loop, which then becomes an input for the next cycle of the system. The
process continues to repeat itself for the life of the system. As above Figure shows, a system is a
set of interdependent parts that processes inputs (such as raw materials) into outputs (products).
Business inputs typically known as resources include human, physical, financial etc resources.
Most businesses use a variety of human, financial, physical, and informational resources.
Managers function is to transform these resources into the outputs of the business. Goods and
services are the outputs of the business. Some of the major components of the external
environment include customers, competitors, suppliers, and investors.
Efficiency and Effectiveness
The closed-system focus of the classical theorists emphasized the internal efficiency of the
organization; that is, these perspectives addressed only improvements to the transformation
process. Efficiency is the ratio of outputs to inputs. Systems theory highlights another important
dimension for managers: effectiveness. Effectiveness is the degree to which the organizations
outputs correspond to the needs and wants of the external environment. The external
environment includes groups such as customers, suppliers, competitors, and regulatory agencies.
Even a firm that has mastered Taylors scientific management techniques and become extremely
efficient is vulnerable if, it does not consider the effectiveness of its output
Subsystem
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
17

Systems theory also emphasizes that an organization is one level in a series of subsystems. For
instance, Pakistan Air force is a subsystem of our defense industry and the flight crews are a
subsystem of Pakistan Air force. Again, systems theory points out that each subsystem is a
component of the whole and is interdependent with other subsystems.
Synergy
Systems theory also popularized the concept of synergy, which states that the whole is greater
than the sum of its parts. For example, 3M have applied its core technology of adhesives to many
products, from industrial sealers to Post-it notes. 3M has not had to start from scratch with each
product; its adhesives expertise provides synergies across products.
Human Relation Approach
Another approach to management, human relations, developed during the early 1930s. This
approach aimed at understanding how psychological and social processes interact with work
situation to influence performance. Human relations were the first major approach to emphasize
informal work relationships and worker satisfaction. This approach owes much to other major
schools of thought.
The Hawthorne Studies
Western Electric Company, a manufacturer of communications equipment, hired a team of
Harvard researchers led by Elton Mayo and Fritz Roethlisberger. They were to investigate the
influence of physical working conditions on workers productivity and efficiency in one of the
companys factories outside Chicago. This research project, known as the Hawthorne Studies
provided some of the most interesting and controversial results in the history of management.
The Hawthorne Studies were a series of experiments conducted from 1924 to 1932. During the
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
18

first stage of the project (the Illumination Experiments), various working conditions, particularly
the lighting in the factory, were altered to determine the effects of these changes on productivity.
The researchers found no systematic relationship between the factory lighting and production
levels. In some cases, productivity continued to increase even when the illumination was reduced
to the level of moonlight. The researchers concluded that the workers performed and reacted
differently because the researchers were observing them. This reaction is known as the
Hawthorne Effect. This conclusion led the researchers to believe productivity may be affected
more by psychological and social factors than by physical or objective influences. With this
thought in mind, they initiated the other four stages of the project. During these stages, the
researchers performed various work group experiments and had extensive interviews with
employees. Mayo and his team eventually concluded that the informal work group influenced
productivity and employee behavior.
The Human Relations Viewpoint
Human relations proponents argued that managers should stress primarily employee welfare,
motivation, and communication. They believed social needs had precedence over economic
needs. Therefore, management must gain the cooperation of the group and promote job
satisfaction and group norms consistent with the goals of the organization. Another noted
contributor to the field of human relations was Abraham Maslow. In 1943, Maslow suggested
that humans have five levels of needs. The most basic needs are the physical needs for food,
water, and shelter; the most advanced need is for self-actualization, or personal fulfillment.
Maslow argued that people try to satisfy their lower level needs and then progress upward to the
higher-level needs. Managers can facilitate this process and achieve organizational goals by
removing obstacles and encouraging behaviors that satisfy peoples needs and organizational
goals simultaneously. Although the human relations approach generated research into leadership,
job attitudes, and group dynamics, it drew heavy criticism. Critics believed the philosophy, while
scientific management overemphasized the economic and formal aspects of the workplace;
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
19

human relations ignored the more rational side of the worker and the important characteristics of
the formal organization. However, human relations were a significant step in the development of
management thought, because it prompted managers and researchers to consider the
psychological and social factors that influence performance.
The Challenges of todays organization
Organizations are facing different challenges in todays environment like:
Technology Only 20 years ago, few workers used fax machines or e-mail, and computers
occupied entire rooms, not desktops. Advances in information and communication technology
have permanently altered the workplace by changing the way

Diverse Workforce
A diverse workforce refers to two or more groups, each of whose members are identifiable and
distinguishable based on demographic or other characteristics like gender, age group, education
etc. Several barriers in dealing with diversity include stereotyping, prejudice, ethnocentrism,
discrimination, tokenism, and gender-role stereotypes.
Multiple Stakeholders
Stakeholders are those who have interests in the organization. Multiple stakeholders for an
organization include the customers, suppliers, consumers, investors, lenders, etc.
Responsiveness
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
20

An organization has to be responsive to the challenges and threats that it faces from within the
internal or external environment. It requires quick responsiveness to meet the challenges and
opportunities arising out of these changes.
Rapid Changes
Due to changing internal and external environment, rapid changes in the organization occur.
Organization has to be flexible to adjust to those changes.
Globalization
Managers are faced with a myriad of challenges due to an array of environmental factors when
doing business abroad. These managers must effectively plan, organize, lead, control, and
manage cultural differences to be successful globally.
Key Terms Diverse Workforce: A diverse workforce refers to two or more groups, each of
whose members are identifiable and distinguishable. Effectiveness: A measure of the
appropriateness of the goals chosen (are these the right goals?), and
the degree to which they are achieved.
Efficiency: Efficiency is the ratio of outputs to inputs.
Organization: Organization is a managed system designed and operated to achieve a specific set
of
objectives.
Human resources is the set of individuals who make up the workforce of an organization,
business sector, or economy. "Human capital" is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and can contribute to an organization). Likewise, other terms sometimes
used include "manpower", "talent", "labour", or simply "people".
The professional discipline and business function that oversees an organization's human
resources is called human resource management (HRM, or simply HR).

Overview
The term in practice
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to as human
resource development.
[1]
Organizations will engage in a broad range of human resource
management practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation
etc.
3. Skills and qualifications: as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
In regard to how individuals respond to the changes in a labour market, the following must be
21

Stakeholders: Stakeholders are those who have interests in the organization
Structure: Structure is the basic arrangement of people in the organization.
Synergy: This concept states that the whole is greater than the sum of its parts.
System: A system is an entity with a purpose that has interdependent parts.
Task: This component can be defined as a mission or purpose of the existence of
organization.